Our team’s quarterly roadmapping process ran on a pile of tools, each made for a single job, and we had to hack all of them to make them fit. So I replaced them with an app I built in a week. Now Tech plans in it, Marketing tracks what’s shipping, and Sales uses it to tell customers when features are coming.

Our feature ideas lived in a Google Sheet, where we weighed them to decide which came next. I’d circulate it, gather feedback, and get sign-off. Meanwhile, requests from clients and employees poured into Canny, and its rigid formula ranked them differently from ours. Once priorities were settled, we estimated how many weeks of work a project would require from PMs, designers and developers. Then I recreated the plan in Asana, faking sprints with milestones and shuffling dates until nobody was overworked. That makeshift board was our roadmap.

Today it happens in one place. Everything, Canny’s included, sits in the same list, scored our way. It also understands capacity: it counts heads per team, leaves a buffer for surprises, and knows when a PM must step in on design. We size up projects exactly as before, but the math is automatic, and anyone overbooked is flagged up front. Live progress flows in from Jira, and Claude writes a short summary for every category, ready to send to everyone.

We retired the spreadsheet and the Asana workaround, and since it stays current, we’re no longer chased for updates. We start a new quarter knowing what we can actually deliver.